Orwa, B.Walumbwa, Fred O.Wu, Cindy2015-04-072015-04-072008-06Leadership Quarterly;Jun 2008, Vol. 19 Issue 3, p 251–2651048-98431873-3409http://isiarticles.com/bundles/Article/pre/pdf/13721.pdfhttp://ir-library.ku.ac.ke/handle/123456789/12446doi:10.1016/j.leaqua.2008.03.004Using a sample of 212 bank employees, we developed a model in which procedural justice climate perceptions and strength mediated the relationships between contingent reward leader behavior and follower satisfaction with supervisor, organizational commitment, and rated organizational citizenship behavior, controlling for perceived supervisor support. Results from the HLM analysis showed that procedural justice climate perceptions and strength completely mediated the relationships between contingent reward leader behavior and followers' satisfaction with supervisor and levels of organizational commitment, and partially mediated the relationship between contingent reward leader behavior and supervisor rated organizational citizenship behavior. Implications for research and practice of our findings are discussedenContingent rewardLeadershipOrganizational justiceClimateSatisfactionCommitmentOrganizational citizenship behaviorLevel of analysisArticle